CSCO研究：實現(xiàn)數(shù)據(jù)主導的創(chuàng)新

Global

C-suite

Series26th

EditionThe

CSCO

StudyOwnyourtransformationData-ledinnovationforthemodernsupplychainIBM

Institute

for

Business

ValueContents15IntroductionChapter

1Drama,

disruption,

anddaring

to

look

ahead1933Chapter

2The

path

forward:Data

is

destinyChapter

3The

Innovators:

Taking

supplychains

from

“now”

to

“next”4551Action

guideResearch

andThe

IBM

Institute

for

Business

Value,

in

cooperationwith

Oxford

Economics,

interviewed

1,500

CSCOsand

COOs

from

35+

countries

and

24

industries

aspart

of

the

26th

edition

of

the

IBM

C-suite

Series.All

respondents

identified

themselves

as

the

mostsenior

executive

responsible

for

supply

chainoperations.

Therefore,

to

simplify,

we

refer

to

the

fullpopulation

as

CSCOs.

These

conversations

focusedon

executives’

perspectives

on

leadership

andbusiness;

their

changing

roles

and

responsibilities;and

sustainability,

including

how

they

are

addressingchallenges,

what

they

see

as

opportunities,

and

theirvisions

for

the

future.Periodically,

the

IBV

convenes

a

coalition

calledThink

Circles.

In

these

small

group

discussions,C-suite

executives

and

changemakers

engage

inaction

sharing

and

collaboration

as

they

discussand

work

toward

solving

the

biggest

challengesof

today’s

turbulent

environment.

These

cross-functional

and

cross-industry

executives

tacklecurrent

global

concerns

and

future

supply

chainstrategies,

and

their

perspectives

and

influenceare

global.

This

report

includes

excerpts

fromthese

conversations.analysis

methodology54Notes

andsources1,500CSCOsandCOOssurveyed35+countries24industries26theditioni“There’s

noway

any

companyconsideredsuccessfultodayhasabad

supplychain.Internally,boardsandCEOshave

realizedtheimportanceof

supplychainleaders.Andthoseleadersarenowpart

ofcreatingstrategyandhave

aseatat

thetable.”IntroductionAnother

day,

another

crisis.Halide

Alag?zExecutiveVicePresident,ChiefSupplyChainandSustainabilityOf?cer,

RalphLauren,USA

persistent

pandemic

and

global

geopolitical

conflict

continue

to

dominateheadlines.

Sustainability

concerns

are

escalating,

and

extreme

weatherconditions

are

more

frequent.

And

with

inflation

expected

to

reach

historic

highs,this

generation

of

business

leaders

is

facing

yet

another

extraordinary

situation.Navigating

uncertainties—and

managing

supply

chain

challenges

accordingly—hasout

of

necessity

become

a

top

business

priority

for

boards

and

C-suites

alike.Over

the

next

two

to

three

years,

Chief

Supply

Chain

Officers

(CSCOs)

say

thatissues

related

to

supply

chain

disruptions,

technology

infrastructure,

sustainability,and

market

shifts

are

their

greatest

challenges.

Yet

when

addressed

with

an

openmindset,

challenges

create

opportunities

within

the

enterprise—and

visibility.A

heightened

emphasis

on

supply

chain

functionalities

and

roles

is

givingCSCOs

the

expertise,

latitude,

and

organizational

authority

to

innovate

intoa

data-led

future.ii1“It’s

managing

thepresentandalsoshapingthefuture.I

would

tella

newChiefSupplyChainOfficer

tomakesureyour

foundation

issolidandthat

you’re

managingtheday

today.

Andthenask,where’s

technologygoing?Where’s

thesupplychainprofession

going?

It’s

moreofa

strategic

approach

andlooking

ahead.”Figure

1The

InnovatoradvantageThe

rewards

of

creativityand

thinking

ahead.MikeCorboCSCO,ColgatePalmolive,USInnovators15.2%As

Mike

Corbo,

CSCO

of

US-based

Colgate

Palmolive,

noted,

“Manage

thepresent;

shape

the

future.

We

live

in

both

camps.

Digital

transformation

willignite

and

will

help.

I

think

that

future

states

will

have

to

be

fluid

and

dynamic.”To

better

understand

how

these

essential

supply

chain

organizations

aregrappling

with

persistent

challenges,

the

IBM

Institute

for

Business

Value(IBV)

surveyed

1,500

CSCOs

and

COOs

in

35+

countries

and

across24

industries.

Because

all

respondents

confirmed

their

responsibility

forsupply

chain

operations,

to

simplify,

we

refer

to

the

full

population

as

CSCOs.(For

more

information,

see

“Research

and

analysis

methodology”

on

page

51.)2021annualrevenue

growth11%

moreWe’ll

share

what

CSCOs

overall

are

doing

to

admirably

cope.

And

we’ll

alsohighlight

a

group

that

stands

apart,

one

that’s

using

data-led

innovation

toprepare

for

a

precarious

future.

And,

for

2021,

this

group

achieved

11%

moreannual

revenue

growth

than

their

peers

(see

Figure

1).All

others13.7%2Q.

Whatwasyourorganization’sannualrevenue/budgetgrowthin2021?3Chapter

1Drama,

disruption,and

daring

to

lookaheadThe

supply

chain

dramas

of

the

past

three

years

still

reverberate

today—withno

sign

of

easing.

In

the

past

year

alone,

IBV

research

has

revealed

a

36%increase

in

the

percentage

of

CEOs

citing

supply

chain

disruptions

as

one

oftheir

greatest

challenges.1These

challenges

don’t

play

favorites.

They

flow

steadily

across

the

supply

chainecosystem,

with

CSCOs

reporting

substantial

issues

related

to

demand

volatility(46%);

logistics

availability,

including

ships,

trucks,

and

drivers

(46%);

supplybase

inventory

availability

(45%);

technology

adequacy

(42%);

and

availabilityof

skilled

labor

(41%).

And

not

only

is

labor

scarce,

it’s

also

more

expensive:38%

of

CSCOs

cite

wage

inflation

as

causing

significant

supply

chain

disruptionsin

the

past

two

years.CSCOs

also

expect

challenges

to

persist,

reporting

dramatic

increases

in

theeconomic

and

sustainability

factors

they

think

will

impact

their

enterprises(see

Figure

2).

That

these

factors

were

much

lower

even

three

years

ago

evokesthe

dizzying

rate

at

which

current

events,

sustainability

concerns,

and

tech

issueshave

ambushed—and

sometimes

shattered—supply

chains.245“Therehave

always

been

periodsof

intensitywhenexternal

factorsaffect

supplychains.

Thoseperiodsareusuallymorearoundsingledisruptions

like

severeweather.

But

therehasbeena

consistent

flow

of

seriousevents

for

thelast

threeyearswithCovid,

extremeweather,

logistics

challenges,

war,

etc.

Inmany

respects,allof

oursupplychainteamshave

been

delivering

heroicefforts

tokeep

products

moving.”Figure

2Changing

world,changing

impactsMacroeconomic

andenvironmental

factors

havedramatically

increased

inimportance

since

2019.Greg

JozwiakCSCO,Dow,Inc.,US2019*2022**Technology

factors61%52%Macroeconomic

factorsEnvironmental

factorsTechnology

factorsRegulatory

concernsMarket

factorsBut

bad

news

(sometimes)

begets

good

news.

In

many

cases,

we’re

seeingCSCOs

rebalance

and

regroup

in

near-acrobatic

ways

that

transformchallenges

into

innovation.

They’re

amping

up

the

technological

resourcesto

generate

data

and

insights

that

create

a

foothold

from

which

they

canmove

forward.

And

concurrently,

we’re

seeing

supply

chains

garneringMarket

factorsRegulatory

concernsPeople

skills55%50%44%28%28%20%19%48%47%46%45%40%40%37%increased

exposure—even

in

mainstream

media.

The

news

may

not

always3be

positive,

true,

but

CSCOs

are

using

this

attention

as

a

catalyst

for

actionwith

CEOs,

C-suite

peers,

and

across

their

organizations

and

ecosystems.GlobalizationMacroeconomic

factorsSocioeconomic

factorsEnvironmental

factorsSocioeconomic

factorsGlobalizationPeople

skills*2019

IBVC-suite

COO

Study.

“The

intelligent

operations

advantage.”**2022

IBVC-suite

CSCO

Study.“Own

your

transformation.”Q.

Whatarethemostimportantexternalforcesthatwillimpactyourenterpriseoverthenext2–3years?67CSCOs

ona

tightropeFigure

3Creativity

in

a

crunchBut

even

as

supply

chains

waver

under

incessant

disruption,

“business

as

usual”trials

and

tribulations

provide

a

constant

background

thrum.

In

other

words—crisesaside—navigating

market

shifts,

consumer

demographics,

regulatory

issues,

andother

concerns

are

still

omnipresent

on

a

CSCO’s

list

of

worries

(see

Figure

4).Add

technology

growing

pains

and

sustainability

imperatives

to

the

mix,

and

CSCOsare

walking

a

tightrope.

They

are

constantly

balancing

those

“business

as

usual”challenges

with

supply

chain

disruptions

and

complex

transformationalobjectives—and

they

don’t

see

this

changing

over

the

next

several

years.Almost

half

of

supply

chainorganizations

have

reacted

todisruptions

by

adopting

newtechnologies,

including

automation.48%Rebalanced

workforce“This

is

just

a

day

in

the

life:

disruptions

acrossthe

world,”

says

one

CSCO.

“We

must

know

thisis

our

world

and

plan

and

operate

within

it.”4Time,

attention,

and

resources

are

finite

entities—and

what

we’re

seeing

are

moment-by-momenttrade-offs

and

compromises

as

CSCOs

rebalanceand

reimagine

their

operations.48%Collaborated

with

partnersto

manage

disruptionsFigure

4Almost

half

(47%)

of

CSCOs

have

introducednew

automation

technologies—an

approach

thatcan

add

predictability,

flexibility,

and

intelligenceto

operations—especially

automating

decision-making.

Production

is

streamlined,

with

robotsperforming

the

same

tasks

repeatedly

andefficiently,

and

AI

can

monitor

quality

andAnticipating

atightrope

of

challenges47%Adopted

new

technologies,including

automationSustainability

is

among

the

top

prioritiesfor

CSCOs

over

the

next

2

to

3

years.track

performance.5Supply

chain

Technology42%Rebalanced

inventoryto

customersdisruptionsinfrastructure

Sustainability48%

report

increased

design

and

collaborationwith

partners

(see

Figure

3),

which

enablessegmentation.

Parsing

the

supply

chain

by

segmentcan

promote

tighter

collaboration

with

suppliersand

service

providers

that

have

differentiated51%44%42%40%39%38%37%36%36%MarketshiftsConsumerRegulationDiversity

and

Tariffs/trade

Capital41%demographicsinclusionbarriersraisingskills

and

capabilities.6Reassigned

personnelto

alternative

functionsQ.

Inwhichoftheabovewayshasyoursupplychainorganization8respondedtodisruptions?Q.

Whatdoyouexpectwillbethegreatestchallengesforyourorganizationoverthenext2-3years?9CSCOs

may

be

swaying,

but

their

steps

across

this

tightrope

are

far

from

tentative.Starting

right

now

and

moving

forward,

more

than

half

(52%)

are

acceleratinginvestments

in

digital

technologies,

including

increasing

automation

anddigitization

of

physical

and

asset-driven

processes.

48%

are

applying

openinnovation

with

business

partners.

46%

are

exploring

new

risk

models(see

Figure

5).

And

54%

are

taking

a

cutting-edge

approach

to

data-driveninnovation,

including

employing

predictive

approaches

and

implementingtech-infused

workflows.In

addition

to

ongoing

disruptions

and

the

“normal”day-to-day

challenges

that

have

always

vexed

CSCOs,let’s

add

another

consideration,

one

that

stretches

thetightrope

well

past

the

horizon:Effective

supply

chain

management

means

awholehearted

commitment

to

anticipation.

In

otherwords,

what

can

possibly

(or

probably)

happen

next?Figure

5How

CSCOs

mitigate

riskInnovation

and

digital

technologiesare

two

leading

approaches

formanaging

risks.“TheCSCOs

of

thefuturewillbe

technologists.

Mathematics,optimization,andcomputer

sciencewillbe

morerelevant

totheireducation.

Also

important

isa

goodunderstanding

of

clouddeploymentandthedifferent

solutionsyou

canleverage

fromaninfrastructurepointof

view.

Thetransitionwillbesignificant.”Innovation54%Digitaltechnologies52%Workflow

optimizationRiskmodeling51%48%46%46%45%Alessio

GarofaloCIO/CTO,Oxagon,NEOM,SaudiArabiaEmploying

predictiveapproachesAccelerating

investmentsin

digital

technologiesApplying

open

innovationwith

business

partnersExploring

newrisk

modelsImplementingtechnology-infusedworkflowsIncreasing

automationin

physical

and

asset-drivenprocessesEmbedding

customercentricity

throughoutworkflowsExperimenting

withsimulation

anddigital

twins20%10Q.

Whatactionsareyourorganizationundertakinginsupplychainoperationstomanagerisks?11Won’t

getfooled

again“Digitize

whenit’s

going

tocreatevalue.

Invest

indata

andsystemswhereyou

know

you

have

anissue,

andwhereyou

strongly

believethat

digitalization

withdata

analytics,

artificial

intelligence,

andadvanced

technology

isgoing

tohelpresolve

that

issue.”Figure

6What

matters

mostEnhanced

customer

experiences,improved

pro?tability,

and

morepredictive

forecasts

are

high

onCSCOs’

priority

lists.Sami

NaffakhChiefSupplyOf?cer,

ReckittBenckiser,UK52%To

anticipate.

It

means

the

act

of

looking

forward,to

visualize

a

future

event

or

state.

Despite

all

the7Deliver

better

customer

experiencescurrent-day

strife—or

perhaps

because

of

it—lookingforward

is

more

important

to

CSCOs

than

ever.49%We

don’t

need

a

crystal

ball

to

anticipate

CSCOpriorities

over

the

next

two

to

three

years:Improve

ef?ciency

or

pro?tabilitywe

simply

asked

them.

And

we

found

substantialfocus

on

areas

that

depend

on

data-led

insights,intelligent

automation,

and

innovation

to

succeed.47%52%

of

CSCOs

emphasize

the

delivery

of

bettercustomer

experiences.

49%

want

to

improveefficiency

or

profitability.

47%

want

to

generatemore

predictive

forecasts—in

other

words,

moreanticipation.

And

delivering

more

innovativebusiness

models

is

critical

to

45%

of

CSCOs(see

Figure

6).

An

emerging

perspective

amongforward-thinking

CEOs

is

that

open

innovationwith

business

partners

drives

sustainabilityGenerate

more

accurate

forecasts45%Increase

sustainability45%initiatives

and

transformation.

In

fact,

we8see

an

even

stronger

alignment

between

theseCEOs

and

outperforming

CSCOs,

with

53%

ofthe

latter

saying

their

sustainability

strategyspecifically

dovetails

with

digital

transformation.Deliver

more

innovation

inbusiness

modelsQ.

Whichoftheaboverepresentyourorganization’s12highestprioritiesoverthenext2–3years?13Extended

role,extensive

insights,and

common

DNACSCOs

told

us

that

intelligent

automation

istransformational.

As

noted

earlier,

almost

half(47%)

of

them

are

introducing

new

automationtechnologies

to

enhance

what

they

already

havein

play.

In

fact,

the

most

innovative

CSCOs

aregetting

ahead

of

the

game

and

expect

continueddevelopment

of

data-driven

digital

capabilitiesand

intelligent

automation.There’s

a

popular

line

of

thinking

captured

in

a

Fortune

headline:“From

obscurity

to

superhero:

Chief

supply

chain

officer

is

now

thetoughest

job

in

the

C-suite.”

Some

CSCOs

might

say

their

role

is9the

same

as

ever,

but

they’re

doing

it

under

crisis

conditions

andincreased

scrutiny.And

yet:

a

famous

puzzler

in

quantum

mechanics

is

that

the

mereact

of

being

observed

changes

the

outcome

of

an

experiment.10So

perhaps

it’s

not

such

a

leap

to

say

that

the

recent

exposure,

forbetter

or

worse—and

the

resulting

higher

profile

of

CSCOs—has

trulyevolved

the

role.

Supply

chains

do

drive

the

enterprise.

And

whenCSCOs

effectively

navigate

daunting

challenges

to

deliver

towardcustomer

expectations,

they

are

indeed

superheroes.In

effect,

there’s

an

emerging

determinationamong

many

CSCOs.

Their

new

mantra:“Don’t

take

anythingforgranted.”For

decades,

the

CSCO

has

served

as

the

senior

executive

overseeingthe

end-to-end

supply

chain

operation,

including

sourcing,

procuring,planning,

manufacturing,

and

distributing

the

enterprise’s

productsand

services.

Some

had

strategic

influence

as

well,

but

we’re

seeingan

evolution.Sami

NaffakhChiefSupplyOf?cer,

ReckittBenckiser,UKToday,

nearly

every

CSCO

role

not

only

encompasses

the

operationalelement

but

also

increasingly

emphasizes

that

strategic

or

future-focused

side

of

supply

chain.

In

fact,

many

organizations

have

startedlooking

at

their

supply

chain

as

what

it

should

be—a

value

chain.Consequently,

we’re

seeing

CSCOs

with

responsibility

for

supply

chainoperations

transformation,

sustainable

operations,

business

modelinnovation,

sales

and

operations

planning,

and

even

financialperformance

(see

Figure

7).1415Figure

7“IbelieveCEOsandboardsgot

usintothissituation

by

lookingat

thesupplychainasa

way

tocutcosts.

We

didthat

verywellfor

20years.

But

thenwe

hada

majortremor—and

now

theyunderstand.Supplychaincan’t

just

bea

cost

center.

It’s

gottobe

anenabler

of

growth.”A

role-evolutionThe

top

5

areas

that

supply

chainoperations

executives

are

responsiblefor

in

2022

and

beyond.MikeCorboCSCO,ColgatePalmolive,US48%As

the

CSCO

role

evolves

and

expands,

our

research

reveals

common

trends

inperspectives

and

focus.

In

our

next

chapter,

we’ll

do

a

deeper

dive

into

initiativesthat

keep

supply

chains

strong.

And

we’ll

introduce

a

forward-thinking

group

ofCSCOs

that

leads

the

way

with

future-focused,

data-led

innovation—andoutperforming

business

results.Supply

chain

operations

transformation38%Sustainable

operations38%Business

model

innovation37%Sales

and

operations

planning33%Financial

performanceQ.

Whatfunctionalareasofsupplychain16operationsareyouresponsiblefor?17Chapter

2The

path

forward:Data

is

destiny“You’ve

got

toget

thesupplychainwhereitneeds

tobe

tocopewithcrisesgoing

forward.That’s

whereI

comeback

todigitaltransformation.

For

me,

it’saboutaccessing

theavailable

data

andalsoseekingtheunavailable

data

that

willhelpyou

predict

howthesupplychainwilloperategoing

forward.”Think

Circle

CSCOexecutiveToday’s

CSCOs

have

little

room

for

failure,

and

they’re

adapting

to

that

narrowledge

by

emphasizing

automation,

AI

and

intelligent

workflows,

ecosystems,and

sustainability

initiatives.

CSCOs

have

created

a

foundational

approach

thatcan

reap

benefits,

whether

a

supply

chain

is

focused

on

efficiency

and

resiliencytoday,

or

data-led

insights

and

innovations

that

illuminate

the

future.1819Automationon

the

A

listASTRIIntelligent

workflows

forsmarter

manufacturingSome

CSCOs

report

using

an

array

of

AI/automationtechnologies

(see

Figure

8).

And

no

wonder.They

are

potent

tools

that

can

deliver

more

timelyinsights

across

ecosystems

and

intelligentworkflows.

In

effect,

they

support

data-baseddecisions,

helping

supply

chain

organizationsquickly

identify,

prioritize,

and

recommend

nextbest

actions.11Automation

can

also

augment

employee

skills.By

helping

reduce

wasteful

cognitive

re-processingof

similar

analysis,

decisions,

and

actions,

it

can

freeemployees

to

focus

on

more

strategic,

analytical,value-added

responsibilities.

Forward-lookingenterprises

use

automation

and

AI

to

augment

theircore

strengths,

supplement

their

weaknesses,

andempower

their

people

to

focus

on

what’s

important.Intelligent

automation

can

enable

your

organizationto

be

virtually

“always

on,”

optimizing

the

deliveryof

goods

and

services

to

create

continuity

indynamic

markets.12

It

can

bring

out

the

best

ofpeople

and

technology,

creating

greater

valueacross

the

supply

chain.13The

dependency?

Data.

And

data

that’s

consumableby

machines

on

the

shop

floor,

intelligentHong

Kong

Applied

Science

and

Technology

Research

Institute

CompanyLimited

(ASTRI)

was

founded

to

promote

Hong

Kong’s

competitiveness

intechnology-based

industries

through

applied

research.

As

part

of

itsmission,

ASTRI

is

tasked

with

helping

manufacturers

shorten

time

tomarket,

reduce

development

costs,

and

enhance

quality.workflows,

IoT,and

beyond

needs

to

be

flexible,accessible,

and

secure.

To

perform

at

its

peak,automation

requires

incessant

data

from

across

theorganization—and

even

the

broader

ecosystem.ASTRI

has

implemented

a

science-based,

agile

approach

to

designingsmarter

manufacturing

equipment,

leveraging

intelligent

workflows

acrossassets

throughout

the

extended

production

process.

Using

requirements-driven

analysis

and

a

model-based

design,

the

organization

creates

adigital

“twin”

of

an

equipment

piece.

This

allows

engineers

to

performa

wide

range

of

simulations

and

tests,

at

nominal

incremental

cost,

andidentify

potential

design

defects

much

sooner

in

the

cycle.

This

model-based

method

also

enables

earlier

validation

of

customer

requirements.Figure

8Today’s

dynamic

duosNew

technologies

are

powering

intelligentworkflows

across

supply

chain

organizations.AI/automationtechnologiesPredictive

analysisMachine

learningWorkflow

managementDeep

learning25%21%21%17%ASTRI

estimates

that

the

twin

approach

has

reduced

integration

time

by40%

and

cut

the

total

cost

of

development

by

30%.

In

addition,

the

useof

robotic

automation,

IoTsensor

integration,

and

digital

twin

modelingfor

predictive

maintenance

supports

24x7

factory

uptime.Recommendation

engines

17%Complex

workflowtechnologiesExecution

managementProcess

and

task

mining21%19%Q.

To

whatextentisyourorganizationimplementingtheabovetechnologiestoday?212120Percentrespondinglarge/verylarge.Source:IBVCSCOPulseSurvey.2022.AI

and

intelligentworkflows:

Seeingeverything

all

at

onceFigure

9Trending

upCSCOs

expect

the

use

ofintelligent

machinespowered

by

AI

and

machinelearning

to

rise

signi?cantlyover

the

next

2

years.With

black

swan

disruptions

landing

in

everydirection,

CSCOs

will

need

deep

organizationalawareness

to

keep

their

balance.

AI

and

intelligentworkflows

can

deliver

360-degree

insights

andimpact

analysis

that

provide

interconnectivity

andhelp

with

predictability.

These

workflows

can

helpthe

workforce—digital

and

human—dynamicallyadjust

to

the

unforeseen

with

both

self-learning

andself-calibration.

And

automation—ranging

fromchatbots

to

robots—is

an

essential

component.41%21%Performingcomplexdataanalyticsandmakingdecisionsmore34%42%20%moreTaking

actiononscheduledeventsacrossworkflowsRelated

IBV

research

shows

that

70%

of

CSCOsagree:

customers

expect

full

transparency

fromthe

first

kilometer

to

last

mile

of

the

supply

chain.14However,

for

this

transparency

and

visibility

tocreate

value—not

vulnerability—requires

trusted,secure

data.

Most

CSCOs

expect

these

enhancedlevels

of

transparency

and

visibility

to

be

a

keydifferentiator

in

the

next

three

years,

with53%

anticipating

their

digital

supply

chaintransformation

initiatives

becoming

the

mostsignificant

competitive

advantage

during

this

time.15When

organizations

partner

intelligent

workflowswith

predictive

intelligence,

this

visibility35%41%21%moreMonitoringandtakingactionNot

surprisingly,

CSCOs

expect

the

use

of

intelligentmachines

powere